Good timing is not just a matter of luck
Many project managers identify good timing as a key success factor. But is good timing just a matter of luck? Partly it is, because the future is uncertain. Yet our case studies show a number of ways in which project managers can deal constructively with the uncertainties related to timing by:
- Examining the recent history in the context into which you are introducing your project. Are there problematic experiences that have led to distrust of certain technologies? (example: EnERLin project) Are there positive experiences or existing competencies that can support the project ? (example: Energy Expert)
- Building on current "windows of opportunity". They can exist on the policy and market level (example: Apartment buildings modernisation programme ), on the regional level (example: SANIT), or opportunities provided by life changes in your target group (example: Green Energy Train Leidsche Reijn). Other ongoing projects or existing networks can also offer opportunities (example: Climate Watch)
- Articulating future expectations and creating forums for aligning the expectations of different stakeholders. So, for example, if your project’s logic is based on expectations of rising energy prices, these expectations need to be clearly justified and communicated to your stakeholders.
- Anticipating future changes by keeping the project design flexible; for example, by designing a project that can be scaled up or down depending on the opportunities or constraints provided by changing conditions (example: Green Office).